As South-east Asia’s digital economy matures, hierarchy-driven travel is giving way to a focus on employee productivity. Brett Wheeldon, vice president solution advisory at SAP Concur, explores how regional leaders can leverage automation and data to move toward a model of disciplined value management
In much of South-east Asia, business travel once signalled seniority, with cabin class and perks largely dictated by hierarchy.
As the region’s digital economy accelerates and a younger, more mobile workforce steps into leadership, those norms are changing. Leaders are increasingly focused on enabling employees to travel comfortably and productively, regardless of job title.
For finance and travel management professionals, this shift creates a familiar tension: controlling spend in high-cost regional hubs while protecting traveller well-being and business performance. The aim is no longer simply cost reduction, but instead disciplined value management. This is where policy, data, and automation work together to optimise the end-to-end trip and the outcomes it enables.
The ASEAN shift: High expectations and operational realities
Data points to a clear shift in traveller expectations across the region. SAP Concur data shows premium tickets accounted for 11.3 per cent of all airfare bookings in Concur Travel in 2025, up from 10.3 per cent in 2019 a steady rise even as many organisations tightened travel budgets.
Employees increasingly view legroom, priority services, and a better onboard environment not as perks, but as enablers of productivity especially on dense regional schedules. Many employers are widening access to premium options to support well-being, reduce fatigue, and compete for talent, particularly as organisations adopt flatter structures.
The cost implications are material: SAP Concur data shows the global average booking cost for a premium international ticket reached US$4,049 in 2025, up from US$3,905 in 2019. That makes policy design and compliance tooling as important as supplier strategy.
At the same time, South-east Asia demands operational flexibility. In SAP Concur’s 2026 SEA Business Travel Pulse Survey, 51 per cent of regional travel decision-makers cited managing last-minute changes and cancellations as their primary challenge ahead of high costs (38.6 per cent). For finance teams, that’s a signal to invest in repeatable, controlled processes for disruption, exceptions, and duty of care, rather than relying on manual workarounds.
Five strategic frameworks for South-east Asian travel management
To navigate this high-cost, high-growth environment, organisations should adopt the following strategic frameworks.
#1: Optimise for total trip value, not just the lowest fare: Budget control remains a priority for 66.7 per cent of travel managers, but the cheapest option can cost more if it drives fatigue, delays, or lost working time. Set policy and approvals around optimal itineraries that balance price, timing, and traveller readiness. Where premium is warranted, define criteria by trip impact (e.g., flight duration, recovery time between legs, or customer-facing engagements) rather than job title alone. Regional decision-makers also show a preference for AI that recommends itineraries based on both preference and policy (57.5 per cent) over AI focused only on cost savings (32.7 per cent).
#2: Institutionalise flexibility as a core capability:
Flexibility in bookings and cancellations is a top three priority for 59.5 per cent of travel managers in the region. With 51 per cent identifying manual handling of plan changes as a key failure point, organisations must automate changes, re-booking, and traveller communications, as well as define clear guardrails for exceptions (who can approve, what thresholds apply, and what is logged). This shifts disruption management from reactive firefighting to consistent, auditable operations.
#3: Treat personalisation as productivity infrastructure:
In South-east Asia, personalisation is increasingly an efficiency lever, not an executive luxury. Over half (52.9 per cent) of regional organisations rate hyper-personalisation as very important, reflecting expectations for relevant options that reduce search time and improve booking completion. Done well, personalisation supports guided purchasing by steering travellers towards compliant choices without adding friction.
#4: Connect travel data to HR and finance for end-to-end visibility: Travel cannot operate in a silo. With 58 per cent of regional decision-makers calling out integration with HR and finance as a key requirement, connect booking, itinerary, and expense data to enterprise systems. This enables consistent policy application, faster reconciliation, and stronger controls across the full journey lifecycle, from pre-trip approval through to expense validation and reporting.
#5: Automate routine decisions to reduce workload and decision fatigue: Reducing manual work is a top expectation for AI among 56.9 per cent of respondents. Use intelligent automation for approvals, policy checks, itinerary changes, and traveller updates. This frees travel teams to focus on governance and supplier strategy. For finance, pair automation with forecasting to model the impact of policy thresholds (e.g., when premium is allowed) before changes go live, then monitor variance and compliance over time.
Travel is an investment in human capital
In South-east Asia’s dynamic business landscape, a rigid, cost-only approach to travel is no longer sustainable. By moving from basic booking tools to intelligent, automated systems, organisations can navigate regional complexity while improving compliance, reducing manual effort, and supporting the people who deliver results.
Ultimately, travel is an investment in human capital and performance. As such, success should be measured not only by savings achieved, but by outcomes enabled with a well-rested, high-performing workforce.
For travel and finance leaders, the opportunity now is to modernise programmes that balance fiscal discipline with traveller experience, so that every trip supports both the traveller and the enterprise.
Brett Wheeldon is a seasoned enterprise software leader currently serving as the vice president of solutions consulting for APAC at SAP Concur.
Based in Australia, he has spent over 15 years with the organisation, where he plays a pivotal role in driving digital transformation across the Asia-Pacific region by leveraging AI, automation, and analytics to optimise travel and expense management.
